They Don't Teach Corporate in College (43 page)

There may be no greater challenge in business than getting promoted. For every factor you can control (such as your skills and attitude), there are at least two that you can't (such as the economy and your organization's infrastructure). In this era of streamlined organizations, companies have been flattened and downsized so that there are fewer middle-management positions for twenty-somethings to be promoted into. Also, a “do more with less” mentality often translates into increases in responsibilities without additional compensation or acknowledgment. This scenario is changing baby boomer retirement, but it might not be fast enough for you.

For some, a job in the business world is just a pit stop on the way to a career in another field—such as entertainment. These individuals might define success as a check that pays for their true passion rather than a promotion that
moves them to the next level. Unfortunately, there are many more twenty-somethings struggling to build careers where they are, and, as such, competition for promotion opportunities has become so intense that doing all of the right things might not necessarily get you the recognition you deserve.

If you're in the latter category, giving up is not an option. You have no choice but to ensure your promotability. If you don't move ahead now while you're young and unencumbered, you may never manage it at all. Instead, you could end up stuck at or near the bottom rung with bosses who are younger and less experienced than you. Also, your resume will look suspicious to potential new employers.

The good news is that you are much more likely to be promoted in your 20s, because, as a newbie, the whole world is open to you, and you have nowhere to go but up. Everything I've discussed in this book so far—from setting and achieving goals to maintaining strong communication and interpersonal skills—will better your chances of landing a promotion. In this chapter, I'll drill down a little deeper into strategies that will help you grab hold of that ever-elusive brass ring. I'll talk about how to troubleshoot an antipromotion situation, and how to cope when your quest for reward and recognition takes an unfavorable turn.

Every time I sit down for a review with my boss, I feel like a deer caught in the headlights. Talking about myself makes me incredibly uncomfortable, so I can go the whole hour without saying a word. My boss will ramble on and on, and I'll just sit there and nod dumbly like an idiot. When he's done, he'll push the review in front of me and ask me to sign it. I'll do it, no questions asked, but as soon as I leave the room, I'll think of 20 things I should have gotten off my chest before signing that paper. By then, though, it's too late.

Debbie, 23, Texas

Most people roll their eyes when it comes time for performance reviews. This is because the review is, by nature, an uncomfortable and contrived process. In most organizations, reviews happen once or twice a year, and, during this time, every employee is forced to sit in a room with his boss and talk turkey about how he's progressed and how he's screwed up. Performance review documentation is notorious for being generic and vague, complete with ratings that are totally subjective and impossible to measure. Unfortunately,
many reviews also take place in a vacuum: the items discussed are often not mentioned again until the next review.

Twenty-somethings may perceive reviews as yet another bureaucratic exercise that wastes valuable time and need not be taken seriously. However, despite a new emphasis on real-time feedback, the traditional performance review is still the only door to promotion inside much of the business world, so you must take advantage of it if you want to get ahead.

If you don't care about your review, no one else will. The worst thing you can do for your career is to go through the process passively. Whether your review cycle takes place annually or semiannually, your preparation should typically start weeks before. Think of your review as an opportunity to sell your manager on your value to the company. If you've mapped out clear career goals (see
Chapter 4
), and you and your boss have discussed them on an ongoing basis, you'll have a great head start. Look at your last review, including the goals and/or action steps outlined last time around, and gather facts to support how you've progressed in each area. Brainstorm concrete examples that illustrate outstanding performance, and practice communicating them so they're on the tip of your tongue. Then make a list of all the things you would like to cover in the review meeting, independent of your manager's agenda. Your objectives will probably include soliciting feedback on your progress, identifying new goals and growth opportunities, and hammering out a long-term promotion plan. This last item is particularly important. Although you can't reasonably expect to be promoted after every review, you should at least leave with an understanding of where your current responsibilities are leading.

When it comes time for the actual review, make sure your boss gives it to you. This may sound ridiculous, but you'd be surprised how many organizations will allow managers to get away with skipping the review process entirely. After all, bosses are busy, and employee reviews are not on the top of their list of priorities. Remember, though, that it's your right to request a timely appraisal. During the meeting itself, maintain a good balance between listening to what your manager has to say and playing an active role in the conversation. Just because your boss offers constructive criticism doesn't mean you won't get a promotion or a raise, so keep your defensiveness to a minimum. Even though a casual chitchat session might be more comfortable and fun than a serious conversation about your career aspirations, insist on getting through your objectives for the meeting. To paraphrase career author Harry Chambers, your performance review is your best—if not your only—opportunity to get a clear understanding of how you are perceived and what you need to do to ensure your future success.

Don't be afraid to ask questions about your boss's feedback, and make sure you read over your written review carefully before signing it. Once the cycle is complete, your manager might be perfectly happy to forget about your performance for the next five or 11 months. Don't let her. Be proactive about setting up regular meetings to review your progress, address potential problems, and incorporate new responsibilities and priorities into the master plan. If you keep the lines of communication open, nothing that comes up in your next review will be a surprise. Who knows, maybe you'll even look forward to it!

One more thing before we leave the topic of performance feedback. As we move further into the twenty-first century, some organizations are placing less emphasis on semi-annual or annual reviews and more emphasis on just-in-time, electronic feedback that's given by a variety of managers over the course of individual assignments. Be vigilant about collecting and responding to this type of feedback. It could very well help you move ahead sooner rather than later.

If you are going to ask your boss for a raise, make sure you have a good reason—needing the money doesn't count! Your organization doesn't care if you are drowning in student loans, can't make your rent, or have to finance a wedding this year. As with everything else in the business world, the money you get paid is all about the value you add to the company. Before you sit down with your manager, you'll want to be prepared with a list of contributions that have positively impacted the bottom line. As you're putting together your case, be hard on yourself. Look at the situation from your organization's point of view. Have you honestly acquired such valuable skills, performed at such a high level, and exceeded expectations to such a degree that your organization should shell out more assets to keep you?

You also have to look at the big picture. Check out compensation surveys such as the National Compensation Survey by the U.S. Department of Labor (bls.gov/ncs) or Websites such as
Salary.com
or
Payscale.com
to determine how your salary stacks up to what other local twenty-somethings in your position are making. Don't forget to take into account other financial incentives you may receive from your company, including bonuses, stock options, insurance packages, 401(k) contributions, and tuition reimbursement.

Of course, you also have to get real and evaluate your request in the context of the current economic conditions, your company's financial status, and internal policies regarding raises. Also, some organizations have grades, or
fixed salary ranges, that prevent managers from increasing compensation beyond the amount predetermined by your level or title. Still others may place the authority to decide matters of compensation in the hands of a few individuals—and your boss may not be one of them. You'll save yourself a lot of
agita
if you find out about such things ahead of time.

When is a good time to ask for a raise? Coming off a strong performance review in which your boss acknowledged your accomplishments is a good bet, because he will probably be expecting you to broach the subject of money. If you have just taken on a new role or your management has raised the bar for your performance, it is perfectly legitimate to ask for an appointment to discuss “compensation commensurate with new responsibilities.”

When scheduling the meeting, pick a time when your boss's stress level and workload are as manageable as possible, and tell him what you want to talk about so that he's prepared. An informal setting such as lunch often works best, because it allows you to relate to your manager on a personal level. Before you meet face to face, decide on a number that you'd be satisfied with, and think about how you'll respond if you don't get it. You also may want to practice your tone on a family member or friend prior to the meeting, because there is a fine line separating the assertive/sincere and arrogant/entitled approaches.

Now, on to the big conversation itself. If you're underpaid and you know it, refrain from bitching. Acting bitter or angry will only put your manager on the defensive. Instead, remain calm, positive, and professional. Tell your boss how much you enjoy working for the company. Talk about your performance in a factual manner and provide concrete examples of how you add value to the organization. When it comes time to broach the topic, use the word
compensation
rather than
raise
or
money
. In the event that your boss declines your raise, don't close your ears to the rest of the discussion. He may be willing to offer you other perks instead, such as extra vacation time, flexible hours, or a nice dinner with your significant other on the company. These concessions may not be as valuable as cold cash, but they can come in handy for a twenty-something struggling to afford the good life outside of work.

Despite your best efforts, you may not get the compensation you've earned. This is not an unusual scenario for twenty-somethings. Sometimes, the only way to get a serious pay increase is to switch jobs (see
Chapter 10
). But if you are not willing or ready to do this, try and swallow your negativity at not getting a raise for the time being, ask your boss what you need to do in order to receive an increase, and find out if it's possible to revisit this issue in
a few months. Do not give an ultimatum unless you are prepared to walk out the door right then and there. Remember, even if you have another job offer in hand that pays more, you cannot assume that your current manager will make a counteroffer.

Your boss may tell you that he would like to give you a raise, but his hands are tied. If this is the case, ask him if the two of you can schedule a meeting with the higher-up responsible for the decision. Do not go over his head without his knowledge, and make sure he is kept in the loop on all matters concerning your compensation.

Raise discussions are never easy for either party, and if your boss is the passive-aggressive type, he may tell you what you want to hear simply to get you out of his office. Make sure that you follow up appropriately on any vocal promises he makes, and, if possible, secure an effective date for your increase. The issue is not closed until you see the change in your paycheck.

I wasn't in with the right people at my company, so the good work that I did was constantly overlooked by the higher-ups. I watched kids five or six years younger than me getting all these high-profile assignments, and I started to get burned up about it. So I decided to try a different strategy. I love playing racquetball, so I signed up for the company tournament and just “happened” to get paired with a senior exec in my division. We got to know each other a lot during that week, and I dropped in just enough info about work so that this guy knew what I was made of. When one of his employees left the company, I asked him if he was looking for a replacement. He hadn't thought about it yet, and he didn't think about it anymore—he hired me!

Mike, 29, New Jersey

In case this wasn't obvious already, you need to do more than just master the performance review process and leave the rest to chance if you want to get promoted. According to Harry Chambers, author of
Getting Promoted: Real Strategies for Advancing Your Career
, factors that affect promotion include:

1. Yourself (your skills, your abilities, and your willingness to do what you need to do in order to get ahead).

2. Your visibility in the organization and people's perceptions of you.

3. Opportunities within the organization to move up the ladder.

Intentionally moving your career in the right direction means successfully controlling Factor #1, influencing Factor #2, and assessing Factor #3. Chambers suggests that people who want to be promoted do the following:

Perform at such a high level that their candidacy cannot be denied.